Disruption management in production planning

Abstract

Abstract:We study the problem of recovering a production plan after a disruption, where the disruption may be caused by incidents such as power failure, market change, machine breakdown, supply shortage, worker no-show, and others. The new recovery plan we seek after has to not only suit the changed environment brought about by the disruption, but also be close to the initial plan so as not to cause too much customer unsatisfaction or inconvenience for current-stage and downstream operations. For the general-cost case, we propose a dynamic programming method for the problem. For the convex-cost case, a general problem which involves both cost and demand disruptions can be solved by considering the cost disruption first and then the demand disruption. We find that a pure demand disruption is easy to handle; and for a pure cost disruption, we propose a greedy method which is provably efficient. Our computational studies also reveal insights that will be helpful to managing disruptions in production planning.

Handling Airport Ground Processes Based on Resource-Constrained Project Scheduling

“…else proceed 10: end for 11: end if 12: return λ Mutation Operator In order to avoid early convergence to local minima, a mutation operator is used (with a certain probability) to slightly modify a generated child and to extend the space of considered options thereby. A potential realization is summarized in Alg.…”

“…As an individual research area, disruption management originally and traditionally focused on airline aircraft and crew scheduling (see [1,9] for example): The Descartes project, which is concerned with the e cient rescheduling of aircrafts, crews and passengers in case of disruptions, represents the main contribution to the development and application of respective concepts [10,11]. Currently, DM is also being adapted for various other areas: Production planning [12,13] as well as supply chain management [14] represent examples of respective domains of application.…”

Development of an inventory model for two suppliers with random capacity considering supply disruption

“…Throughout the paper managerial insights were presented that indicated how a company should respond to various types of disruptions during its operations. Yang et al (2005) studied the problem of recovering a production plan after a disruption, where the disruption might be caused by incidents such as power failure, market change, machine breakdown, supply shortage, worker no-show, and others. The new recovery plan they seek after had to not only suit the changed environment brought about by the disruption, but also be close to the initial plan so as not to cause too much customer unsatisfaction or inconvenience for current-stage and downstream operations.…”

Extending the RCPSP for modeling and solving disruption management problems

“…Beside air traffic and airline-related scheduling, the domains of machine scheduling and production planning have been at the center of research in disruption management [19]. Bean et al [20] were among the first to consider deviation costs in their approach to matchup scheduling, which is based on the idea of identifying an updated schedule that converges with the original one at some early point in the future.…”

“…While Clausen et al [16] discuss disruption management in the execution of shipbuilding processes, Xia et al [21] investigate DM in the context of a two-stage production and inventory system, evaluating solutions for fixed and flexible setup epochs as well as different forms of penalty functions. Yang et al [19] consider cost and demand disruptions occurring on a single-product manufacturing plant and propose a pseudo-polynomial dynamic programming procedure for the general cost case and present advanced solution procedures for specific forms of cost functions. Additional information and comprehensive overviews of DM in the context of production planning can be found in [5] and [22].…”